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Representative POMs are described for Architecture Governance at each level of maturity.

1Initial

• Practice

  Start to implement Architectural Governance on specific projects or in pockets of IT.

  Outcome

  On-time and within-budget delivery of IT systems takes priority over long term value. Typically deployed systems have a higher cost of ownership, and more likely to generate operational issues with a negative impact on business continuity.

  Metric

  No metrics at this level.

2Basic

• Practice

  Carry out architecture reviews for some projects, with defined technical standards for core areas of IT. Put in place an Architecture Governance Board, even if the charter and mandate is unclear and with limited participation from senior IT or business stakeholders. Define an exception process, where projects are required to explicitly state their compliance, or seek approval for an exception. Put in place a repository for standards.

  Outcome

  A more standardized IT estate, with lower TCO. Improved architectural governance starts to deliver a more standardized IT estate and a reduction in TCO . Delivering adherence to standards and compliance. TCO and long term viability considered for Target Architecture

  Metric

  % of projects approved as compliant with target architecture

3Intermediate

• Practice

  Define a governance process that is consistent across IT. Extend the Architecture Governance Board with representatives from all lines of businesses, and with the authority for all architecture and design decisions. Review each architecturally significant project to ensure quality and adherence to established guidelines and criteria. Escalate projects deemed non-compliant to senior IT leadership for action (e.g. grant waiver, force redesign).

  Outcome

  Improved checks-and-balance between need to deliver on-time and on-budget with need to deliver long term value. Architecture Governance delivers an appropriate balance between the need to deliver on-time and within budget vs. the need to deliver long term value.

  Metric

  # of shared services per domain # of exception requested and approved % of projects approved as compliant with target architecture

4Advanced

• Practice

  Extend the Governance process to strategic planning and portfolio management, across the complete organization. Get participation and/or sponsorship from senior IT stakeholders for the Architecture Governance Board. Ensure that overall IT governance has a strong architecture voice. Establish and alternative/tiered review processes based on size, complexity, and risk of the project. Smaller, low-risk project teams have the option to self-score/self-certify themselves according to published guidelines and criteria – with formal review only in exception cases. Larger, higher impact project are subject to formal reviews. Have the Architecture Governance Board sponsors projects to deliver cross functional / domain benefits (rationalisation, archiving, IT for IT, collaboration, etc.) and the development of shared services across business areas. Ensure that the Standards Information Base and exception process is broader than just technical, and includes information and functional standards.

  Outcome

  Shared services, sponsored by the Architecture Board, have successfully been established.

  Metric

  % of IT org using shared services # of technologies decommissioned in past year # of shared service and degree of adoption

5Optimized

• Practice

  Include all architecture components across the business ecosystem in Architecture Governance. Have the CxO business leadership team sponsor the architecture governance board.

  Outcome

  Material business decision in most business areas (Operations, Sales & Marketing, M&A, etc.) are considered and validated through an IT Architecture lens. Material business decisions across the business are rigorously scrutinized and enforced to ensure alignment to the business strategy and to deliver both short and long term benefits.

  Metric

  perceived value from architecture investment by CEO and CFO % of total IT budget invested on architecture function % of total IT budget invested on architecture-driven initiatives